KPMG GLOBAL ENERGY INSTITUTE

Floating LNG:
Revolution and
evolution for the
global industry?
kpmg.com/energy

KPMG INTERNATIONAL

LNG report series

Contents
Overview 02
Introduction 03
The voyage to FLNG 04
FLNG emerges 05
Global context of floating LNG 06
Ten reasons companies choose FLNG 07
Key considerations and risks for FLNG developers 10
Conclusion 17
What are the key actions for FLNG proponents? 18
KPMG Global LNG Advisory Competitive Advantage19

Further LNG Insights20

KPMG Global Energy Centers21

Cover image: Photographic Services, Shell International Ltd.

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 Fl oat i ng LN G : R evol ut i on and evol ut i on f or t he gl obal i ndus try ? 2

Overview
This report is intended to provide an overview of the
developments that the liquefied natural gas (LNG)
industry is facing during its unprecedented wave
of expansion. Security of energy supply has always
been one of the critical issues many countries face.
Unlocking potential reserves economically and
rapidly is essential to deliver energy security and can
potentially affect trade flows profoundly. Floating LNG
is an emerging technology for such fast and cost-
effective development of new gas resources.
This is the second in a series of LNG reports that
will provide deeper insights on specific elements
of governance, jurisdiction, stakeholders and
opportunity.

Hilda Mulock Houwer

Partner and Global Advisory Leader
Energy & Natural Resources
KPMG in Qatar

With 22 years of consulting and auditing experience in the

oil and gas, energy and mining industries, HildaMulock
Houwer has provided advisory services across the
entire oil and gas value chain from strategy development
to strategy implementation. Hilda has experience
in operational excellence, process transformation,
procurement, change management and financial process
redesign.

2014 KPMG International Cooperative (KPMG International). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.
3

Introduction
On 20 May 2011, Shell took final investment decision on the
Prelude Floating LNG Project, to be installed off the north-west
coast of Australia. Fast forward to 3 years later and Shell has laid
the keel of the largest floating structure ever launched. The hull of
this vessel, 488 meters long, would envelop the Statue ofLiberty.

The impact of this new technology on the global LNG industry

can be equally massive. If the front-runners in FLNG can meet
a number of key technical, commercial and financial challenges,
we predict it will emerge as a key pillar of a 2020s LNG business
that looks quite different from that of today. But not all projects
are suitable for floating solutions and, with FLNG still in its very
early stages, proponents are navigating a number of new risks and
project management challenges.

Shell Prelude's floating liquefied natural gas facility stands tall

Sydney Taj Mahal Eiffel Tower Shell FLNG Willis Tower Canton Tower Burj Khalifa
Opera House Agra Paris facility Chicago Guangzhou Dubai
Sydney (top view)
London Eye N Seoul Tower Petronas Towers Taipei 101 Ostankino Tower Tokyo Sky Tree
London Seoul Kuala Lampur Taipei Moscow Tokyo

Photographic Services, Shell International Ltd.

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 Fl oat i ng LN G : R evol ut i on and evol ut i on f or t he gl obal i ndus try ? 4

The voyage to FLNG

It has been a long voyage for FLNG. players including Woodside, Shell, associated gas and North American
Research began in the 1970s. The initial Petronas, ExxonMobil and Inpex to shale gas have opened up new
detailed designs were made in the early take another look. possibilities to use floating systems
1990s with associated efforts to start for export. FLNG can save costs and
FLNG promises to unlock smaller,
an FLNG project around the turn of time if executed well. As experience
remote or environmentally-sensitive
the millennium, but the emergence of is gained, future projects may achieve
fields. Numerous projects in Southeast
Qatar as a dominant exporter and falling first gas production quicker and more
Asia, Australasia, Africa, the Eastern
costs for giant onshore liquefaction cheaply.
Mediterranean and Latin America
trains halted progress. Today, growing
may benefit. It is not just an offshore
demand, high prices, environmental and
solution; developers in Western
community challenges and steep costs
Canada and Papua New Guinea are
for the infrastructure of land-based
considering it for onshore fields. Novel
projects, have led several leading LNG
gas resources, such as Brazilian pre-salt

FLNG projects worldwide*

Norway

Russia
Canada

USA
Israel
China

Mauritania
Nigeria
Trinidad Malaysia
Colombia Ghana

Equatorial Guinea Indonesia

Brazil
Timor Leste Papua New Guinea
Mozambique

Australia

Firm

Probable

Possible

*KPMG International Inc., 2014; D. K. Jordan, (27 May 2014), Floating LNG, Clarkson Research Services Ltd. As of September 2014; may be subject to change.

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5 Floa ting L NG: Rev olution a n d e v o lu t io n f o r t h e g lo b a l in d u s t r y?

FLNG emerges
There are two scenarios for the future In a 2 September 2014 interview with
Floating LNG and the development of floating LNG. It may Bruce Steenson, General Manager
become a niche technology that is of Integrated Gas Programs and
development of new applied by a few companies to solve Innovation for Shell International
pricing methods and specific problems, with land-based Exploration and Production B.V., he
unconventional gas-to-LNG configurations remaining the default. compares the prospects for FLNG
This could happen if the first FLNG to floating production, storage and
projects, may lead towards plants encounter cost or operational offloading vessels (FPSOs). From the
a faster-moving, more difficulties or if land-based costs fall first oil FPSO in 1977, over a period of
diverse and more flexible as the current construction boom 1977 to 2000, 50 FPSOs were slowly
ebbs. For smaller offshore gas fields, installed. Between 2000 and 2010,
global LNG industry. compressed natural gas or small-scale came another 100.
gas-to-liquids may become viable
Is FLNG, in short, a refinement
competitors.
or a transformation? Why should
However, in the second scenario, if the companies choose FLNG over a land-
first few projects are successful, FLNG based plant? And, what is required to
can emerge as a standard approach make an FLNG project successful?
that eases the industrys problems with
cost inflation and opens it up to a much
wider range of fields and companies.
The concurrent development of
floating regasification giving access
Bruce Steenson to a range of smaller markets, and the
General Manager of Integrated development of new pricing methods
Gas Programs and Innovation and unconventional gas-to-LNG
Shell International Exploration and projects, may lead towards a faster-
Production B.V. moving, more diverse and more
Bruce has spent more than 30 years flexible global LNG industry.
working for Shell on development
projects in the Middle East, Central Asia,
Europe, South America and Australia
in roles spanning well engineering,
production technology, process
engineering and development project
management. He is currently Managing
Shells LNG Programs and Innovation in
their Integrated Gas business.

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 Fl oat i ng LN G : R evol ut i on and evol ut i on f or t he gl obal i ndus try ? 6

Global context of floating LNG

The recent boom in global LNG Cost savings and new By 2019,
construction could see global output
almost doubling its 2012 level of
confidence in FLNG
Global 44
FLNG
250million tonnes per year by 2030. Expected cost savings and new
Sixty Million tons per annum (Mtpa) of confidence in floating designs are million
this is in Australia. thus driving the first wave of project tonnes per year
However, developers of onshore
sanctions. Douglas Westwood capacity
estimates that US $60 billion will
projects have become increasingly
be spent on floating LNG projects about

7.5%
frustrated with budget blow-outs
between 2014 and 2020. But this may
and slow time to market. Rising labor
be just the start. Pacific Rubiales
costs, workforce activism, community
Colombia project and Petronass
opposition, complex environmental
PFLNG-1 should enter service in 2015, of the industrys
approvals, infrastructure challenges
Shells Prelude in 2017 and Murphy/ total capacity
related to the difficulty of construction
Petronass PFLNG-2 in 2018, with
in remote locations and unfavorable
Excelerates Port Lavaca in Texas
exchange rate movements have all By
intended for 2019. Perencos just-
contributed to cost over-runs.
sanctioned Kribi LNG in Cameroon is 2022
Construction costs, usually the largest slated for 2017 start-up. ExxonMobil/
single component, run at 30 percent BHPs Scarborough project in Western there FLNG vessels
of total project cost, but in Australian Australia would be the worlds in place
projects, this has risen to 50-60
could
largest, at 6-7 million tonnes per year.
percent. From 2000 to 2013, average Shipbroker Clarksons estimates that
be
capital costs of liquefaction plants rose by 2019, likely global FLNG capacity
from US $300 per tonne per year to will be 44 million tonnes peryear,
$1200.1 about 7.5 percent of the industrys
... with another 22 possibles
total capacity. By 2022, there could be 2
One example, Gorgon, is now
22FLNG vessels in place, with another
estimated to cost AUS $54 billion,
22possibles.2
up from the original AUS $37 billion,
and research firm Douglas Westwood Colombia and Port Lavaca are
estimated that Australia could miss out essentially inshore barge-mounted
on AUS $97 billion (US$85 billion) of designs, not very different from a
LNG investments if it were unable to land-based facility. EXMARs barge for
get costs under control. Pacific Rubiales is being constructed
in China at a very competitive
North America and East Africa are
reported cost of US$700 per tonne.
emerging as major potential LNG
The Petronas and Shell projects are
players, but proponents in new supply
however, different true open-water
centers such as Western Canada and
LNG FPSOs presenting higher costs
Mozambique worry about similar cost
and greater design challenges.
inflation, in an environment of flat or
falling oil and LNG prices. There are 10 reasons why a project
developer may consider floating LNG.
Proponents whose project features one
or more of these have a strong impetus
to consider floating solutions.

1
 . Songhurst (February 2014) LNG Plant Cost Escalation, Oxford Institute for Energy Studies
B
2
D.K. Jordan (27th May 2014) Floating LNG, Clarkson Research Services Ltd.

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7 Floa ting L NG: Rev olution a n d e v o lu t io n f o r t h e g lo b a l in d u s t r y?

Ten reasons companies choose FLNG

1 Unlock smaller fields
Shells 3.6 Mtpa Prelude is relatively small by Australian LNG standards; Petronas 1.5Mtpa FLNG-1 for
the Kanowit field in Sarawak, Malaysia, and Pacific Rubiales 0.5Mtpa plant for La Creciente in Colombia
are smaller still. These fields would unlikely be economic if developed through conventional land-based
facilities. Large oil-fields producing significant quantities of associated gas, as in Brazils pre-salt of the
Santos Basin, are also candidates.

2 Access remote fields

Australian fields such as Browse are as much as 425 kilometers offshore, which would necessitate long
and costly pipelines to onshore locations. In September 2013, the Browse joint venturers, Woodside,
Shell, BP, PetroChina and Mitsubishi/Mitsui, decided on floating LNG, which may include three Prelude-
type vessels.3 In September, BHP Billiton agreed with ExxonMobil that FLNG was the best approach
for their Scarborough field, in 1000meters of water and 200 kilometers off Western Australia. Arctic
environments are a step further, given ice and rougher waters, but considered technically doable.

3 Avoid onshore no-go zones

Large gas fields have been found in the Eastern Mediterranean, but the surrounding coastlines are heavily
built-up with tourism and real estate. Onshore plant locations may face lengthy legal and permitting
delays and community objections.

4 Reduce environmental footprint

Floating LNG plants do not require long seabed pipelines, dredging for jetties or onshore roads and
construction. They save on fuel gas for compression to send gas to shore. After decommissioning, the
vessel offers the potential to be relatively easily removed and re-deployed. In Preludes case, notes
Steenson, the option value is there in that the hull is designed for 50 years with the base case of stationing
for 20 to 25 years. So with refurbishment, there is some possible additional value. One potential challenge
to be taken into account regarding redeployability is the variance in gas composition by fields.

5 Deliver projects cheaper and faster

FLNG may offer reduced capital costs, particularly once shipyards have gained experience with
construction and standardized solutions are employed. There could be substantial improvements in the
process of integrating the hull and processing units. Modular components can be constructed at several
locations. Onshore construction, marine works and the related high labor costs, in remote or hostile
environments, can be minimized. For example, the dredging cost alone for the Wheatstone project in
Western Australia a 17 kilometer approach channel and 26 million cubic meters of dredged material is
estimated at AUS $1.5 billion.4 Savings on such infrastructure, and a simpler supply chain, can mean FLNG
projects make it to market faster.

6 Avoid the gold-rush

Simultaneous construction on numerous projects gold-rush economics - was blamed for escalating costs
in Australian LNG and Canadian oil sands, and is also a worry for Western Canadian LNG developers currently.
Mary Hemmingsen, Partner and National Sector Leader, LNG, Power and Utilities, KPMG in Canada, observes,
FLNG presents a configuration to mitigate labor and construction cost escalation such as faced in Australia
and Canada by enabling construction to occur in lower cost areas with more labor depth such as Korean
shipyards. Countries new to the LNG business, such as Mozambique and Tanzania, will find it difficult to
supply sufficient skilled personnel. FLNG projects can also widen the circle of contractors beyond the seven
world-scale LNG EPC companies. Shipyard construction also spreads the risk of currency appreciation, with
50percent of project costs for onshore projects typically in local currency. Contrastingly, in areas with abundant
skilled labor, such as the US Gulf Coast, this willbe less of a driver for companies to choose floating options.

3
http://www.woodside.com.au/our-business/browse/documents/browse_flng_development_-_fact_sheet_-_April_2014.pdf
4
B. Songhurst (February 2014) LNG Plant Cost Escalation Oxford Institute for Energy Studies

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 Fl oat i ng LN G : R evol ut i on and evol ut i on f or t he gl obal i ndus try ? 8

7 Put projects in a safe pair of hands

If you look at LNG around the world, the logistics of getting a
skilled workforce to the site and keeping them there can be hugely
challenging and costly," notes Steenson. You dont have that issue
with a floating facility built in a yard. For example at Asian ship yards,
25,000 to 35,000 people are coming into the yard daily. So all of
that logistics andinfrastructure are already set up withproductivity
being more predictable and safety performance established.Several
shipyards have related capabilities in constructing oil FPSOs and LNG Mary Hemmingsen
tankers. The design one, build many philosophy may be applied Partner, National Sector Leader, LNG,
by shipyards that can develop a high level of expertise in FLNG. Power and Utilities
The Prelude design is designed for rich gas, but features modules KPMG in Canada
that could be added or removed to suit other gas compositions and
increase liquefaction output. Otherconcepts than LNG FPSOs are Mary Hemmingsen brings over 20 years
also being considered semi-submersibles and spars. of experience as a North American
energy business leader in asset

8 Achieve peace of mind from security

worries
Certain areas of LNG development, such as West Africa and the
management and related business
development. This includes leadership in
the development and delivery of policy,
strategy and initiatives for energy,
Eastern Mediterranean, have security concerns. Onshore fields and power, utilities and related infrastructure
pipelines have frequently come under attack in parts of West Africa businesses in a range of capacities in
and the Middle East in recent years. Placing the facility offshore both the public and private sector and
makes it less accessible to would-be attackers or saboteurs and for major utilities and global energy and
canbe supplemented with other defensive measures such as asset managers.
remote monitoring and barriers to make it difficult to scale the
vessel. That said, piracy is a known risk and still requires safety
precautions, including international cooperation in the case of the
Eastern Mediterranean.

9 Mitigate political risk5

Onshore LNG plants represent a huge sunk investment, making the
project developer vulnerable to a change of mind from the political
authorities which can include tax increases, nationalization
or outright expropriation. In an extreme case, in which a host
government seeks to expropriate an asset, or in which security
conditions become intolerable, the FLNG plant can be sailed away,
saving at least some of the projects value, and perhaps redeployed
elsewhere. This option is unlikely ever to be used, but its existence
does improve the owners bargaining position.

10 Access other financing options

Financing of floating LNG projects is still in its infancy and will require
greater experience from lending banks. With more corporations
seeking to enter the LNG game, previously the near-exclusive
preserve of the majors, innovative financing choices are becoming
more important. Smaller companies, in particular, may benefit from
other financing opportunities such as leasing the LNG vessel, taking
advantage of tax incentives or accessing concessionary or export
financing for shipping. The greater security offshore may make it
easier to access financing for more risky host countries.

5
See, for instance, No paper chase: Transforming risk management at energy and natural resources companies, KPMG (2014)

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9

Interview with Nobuo Tanaka, Global Associate for Energy Security

and Sustainability, Institute of Energy Economics, Japan and former
Executive Director of the International Energy Agency
Impact of floating LNG in delivering the IEA's 'Golden Age of Gas'
Can you put floating LNG in the context of todays global
gas market?
LNG was limited to the East Asian countries, but now
expanding to many parts of the world gas is relatively cleaner,
abundant. A global market is now appearing, but how well it
will continue depends on many elements. How well the wave
of exploration offshore goes is another interesting factor.
To help further diversification of sources, floating LNG is very
interesting. Relatively smaller companies, smaller fields, make
additional elements in the LNG market.
What impact might FLNG have on gas supply diversity and
security?
It is going to be applied at certain gas fields and we will see how
much it is commercially viable. Geopolitics in the Middle East and
Ukraine is very fragile, so there is a chance the future market could
be tighter. This technology may fill the gap, if it is coming at the
proper speed. A success story is needed for this kind of innovation,
but I think this technology has a very good chance of success.
This is a three-way competition with a new element pipeline,
LNG and now floating LNG.
How is FLNG relevant to Japan?
For Japan, our concern is if anything happens in the Strait of
Hormuz, we will lose gas, so additional supply in some other
area certainly helps. Asian economies are suffering with very
high LNG prices. North American gas price competitiveness
will not change, but FLNG adds further competition. As well as
Shell and Petronas, Japans Inpex are looking seriously at FLNG.
Japan has a very good shipbuilding industry. Japanese
companies such as trading houses and utilities are getting more
interested in investing in exploration and development. The
utilities need more gas and are willing to take risks. FLNG could
be a very interesting target, combined with our technology for
ship-building and our needs for gas resources. Some kind of
innovative technology is required to regain competitiveness
against the North American shale gas price.
Japanese power and gas market reform means the utilities
need to find very competitive gas sources.
What are the FLNG risks?
For the environmental footprint, we have not seen problems
with FLNG yet. In general, the IEAs Golden Rules add only
7 percent to the cost of gas production. In some parts of
the world, there are some geopolitical risks will FLNG be
impacted by wars, in some of the Mediterranean areas, in
Africa close to Somalia? Of course, pipelines and fixed facilities
have a more serious risk, but FLNG cannot solve these
geopolitical risks itself.
How does FLNG relate to other gas market innovations?
Oil is too expensive relative to gas, thanks to the shale
revolution. The Japanese government is pushing the utilities
and trading houses to have more use of markets. Hub pricing
discussion is happening everywhere. Singapore is a likely
choice for the first hub, but then why not in Shanghai, in
Seoul, if new technologies make for new supply? The soft
infrastructure, social infrastructure of markets, abandoning the
destination restrictions, as well as hardware through pipelines,
floating regasification, are also necessary to make competition
happen. All these elements are moving in the direction that
gas is getting more important and satisfy the rules for the IEAs
Golden Age of Gas.

Nobuo Tanaka
Professor, GraSPP, the University of Tokyo
Global Associate for Energy Security and Sustainability
Institute of Energy Economics, Japan (IEEJ)
Nobuo Tanaka has extensive national government and international experience in the fields of energy, trade and innovation. As Executive
Director of the International Energy Agency (IEA) from 2007-11, Mr. Tanaka led work on fossil fuel subsidy reform, energy efficiency policy
recommendations (adopted by the G8), low-carbon energy technology roadmaps, gas and electricity security, energy poverty and carbon
capture and storage, among others. With a strong background in international affairs, Mr. Tanaka has served as both Deputy Director and
Director for Science, Technology and Industry (DSTI) of the Paris-based Organisation for Economic Co-operation and Development (OECD).

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 Fl oat i ng LN G : R evol ut i on and evol ut i on f or t he gl obal i ndus try ? 10

Key considerations and risks for

FLNG developers
Proponents of floating projects have to indications and determine analogies
consider what they need to get right, with other projects, such as FPSOs, to
and which risks they have to manage. ensure the first wave of FLNG projects
Most of the elements for a successful are delivered as effectively as possible.
FLNG project are likely to be the Failure in one of the early projects could
same as for a conventional onshore deter new developers, worry financiers
LNG development. As the first FLNG and host governments and set the
projects are still in the construction technology back years.
phase, we are only at the early stages
of identifying key success factors and
lessons learned. It is vital to track initial Mina Sekiguchi
Managing Director, Head of Energy &
Infrastructure, KPMG in Japan
and Head of Energy & Natural Resources
KPMG in Asia Pacific
As head of KPMG in Japans Energy
& Infrastructure sector and the Head
of KPMG in Asia Pacifics Energy
& Natural Resources sector, Mina
Sekiguchi focuses on advising power
and utilities, oil and gas, Japanese
major trading companies and large
power machinery manufacturers. With
7 years of corporate finance advisory
experience, Mina provided M&A
advisory services to major Japanese
clients, including multiple cross-border
M&A transactions.

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11 Floa ting L NG : Rev olution an d e v o lu t io n f o r t h e g lo b a l in d u s t r y?

Technology to be cyclone-resistant. Prelude can

The Japanese angle withstand a category 5 cyclone while
Floating liquefaction is a relatively this is not needed in East Africa.
As the worlds largest LNG market, new technology, compared to floating
and one of the leading ship-builders, regasification which has quickly Costs may fall significantly with
Japan has a particular interest in established itself as a standard experience. However, using floating
FLNG. Following the 2011 Fukushima approach. Managing shipyard systems is not a panacea. A recent
Daiichi nuclear disaster and the construction of FPSOs is now routine study7 pointed out that companies
shut-down of its nuclear fleet, LNG for oil and gas companies. Floating were struggling to deliver FPSO
imports increased by 25 percent and liquefaction should not present any vessels on time and budget: nine
Japan is currently wasting USD excessive technical challenges. examples studied had on average
$40 billion a year for extra purchases 38 percent cost-overruns and were
of gas and oil for thermal power, However, it does require a specialized 16months late. FLNG vessels will have
as Nobuo Tanaka notes [KPMG LNG containment system to prevent to avoid such pitfalls.
Nuclear Power: Its role in shaping sloshing; topsides modules including
gas pre-treatment and liquefaction; Requirements for helping to mitigate
energy policies in Asia Pacific].
and safe systems for offloading such risks are:
Japan is acutely aware of its cryogenic liquid in potentially difficult A
llow sufficient time on front-end
dependence on oil and LNG shipped sea conditions, including the possible engineering; consider options and
through the Straits of Hormuz and development of flexible hoses. New uncertainties carefully.
Malacca, and on threats to global gas risk registers will need to be built and
supplies from crises such as in the analyzed. Cyber security issues on a D
o not over-engineer the detailed
Ukraine. Additionally, its utilities are new type of offshore facility should design phase.
coming under increasing pressure to be considered. Production processes P
ursue standardization, not one-off
reduce the costs of electricity to their have to be kept away from living designs.
customers. quarters sharing experiences from
With nearly half of proposed FLNG onshore LNG plants in confined sites
projects in Asia-Pacific, including such as British Columbia. Weather
Japanese giant Inpexs Abadi in conditions will have to be factored into
Indonesia, Japan is a likely major installation and operational schedules.
customer for FLNG. The country Maintenance schedules are also
hopes that a more diverse supply, different from onshore, due to the
coming to market faster, will drive limited number of accommodation
down prices and increase security. spaces on-board Shells plan
FLNG is one component of a broader for Prelude includes increased
strategy emphasizing the introduction routine maintenance during normal
of new price benchmarks based on operations.6
US gas prices and traded Asian hubs, Cost and project
and accessing Russian pipeline gas
management
and North American exports fed by
shale gas. Cost reduction is one of the key
reasons to choose floating LNG.
Japanese companies are well-placed
to develop FLNG alliances between Standardization is important as a way
upstream, utilities, shipbuilding to save costs, but systems cannot be
and Engineering, Procurement and perfectly standard, which may limit
Construction (EPC) companies, a the redeployment of vessels. For
model that may apply to South Korea example, Australian facilities will have
and China too.

6
J. Marshall and I. Grose (May 2014) Shell Australia preparing to operate Prelude FLNG Australian Petroleum Production & Exploration
Association conference
7
M. Haney, M. Loffman and S. Robertson (5th February 2014) FPSO industry must re-think supply chain Offshore Magazine, Volume 74, Issue 2.

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 Fl oat i ng LN G : R evol ut i on and evol ut i on f or t he gl obal i ndus try ? 12

Issue tenders with achievable, C

 ommission sufficient FLNG successful interface management
realistic and action-based projects in a short period, for yards between traditional LNG and marine
deadlines. to generate and retain experience. disciplines.8
If only a few projects are being built
G
 ive careful consideration to Even if capital costs can be lower than
with gaps between, consider how
integration of hull and topsides. traditional projects, Emma Wild, Head of
knowledge from previous jobs can
Upstream Advisory Practice, KPMG in
If local content requirements require be retained.
the UK, notes that Operating costs may
the use of inexperienced shipyards,
F
 or operators, do not try to put too be higher and there may be increased
then ensure this is accounted for
much of the financial and risk burden operational challenges offshore, such as
in time and cost planning, and that
on contractors. lower uptime. Floating projects may also
attention is given to helping these
miss out on synergies available where
shipyards improve their skills and Supply chain management may be
several projects share common utilities
quality control. simpler than for onshore projects, but
and marine works, as in Qatar, the US Gulf
still requires integrating work from
A
 void conflicts of interest between Coast import terminal conversions and
many different locations: for Prelude,
different suppliers who may possibly Mozambique. Floating projects
the hull is built in South Korea, the
variously be seeking to reduce will also miss out on the advantageous
turret in Dubai, subsea systems in
costs, keep on schedule or maximize brownfield economics that expansions of
Malaysia, control systems in Singapore
scope and variation orders. land-based plants enjoy.
and onshore bases in Broome and
E
 nsure sufficient construction slots Darwin, Australia. KBR believes
at the shipyard are available and that that, Key factors for success will
the project is viewed by the shipyard include proper front end loading and
as a top priority.

8
N. White (2nd July 2013) Drivers, Challenges and Solutions for FLNG KBR presentation to IE Australia Perth Oil& Gas Facilities Group

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13 Floa ting L NG: Rev olution a n d e v o lu t io n f o r t h e g lo b a l in d u s t r y?

Emma Wild
Head of Upstream Advisory Practice
KPMG in the UK
Emma Wild is an upstream specialist with a background and education in both chemical
and reservoir engineering. With 20 years of international experience in the oil and gas
sector and financial services, her primary focus is on transactions, corporate finance
valuations, debt advisory and strategy. Prior to KPMG, she acted as Technical Advisor for
a large UK financial services institution and holds various senior reservoir engineering
and business development/new ventures roles globally.

Interview with Kimiho Sakurai, Section 5 Leader, Business Development

Unit 2, ChiyodaCorporation
As an EPC contractor, what are some of the key issues for project management in FLNG?
Project management itself is essentially the same with turret suppliers, shipbuilders and subsea can be key players.
other onshore projects, but we need to call in specialists Chiyoda has an alliance with Xodus, a specialist for offshore
for offshore, vessel construction, etc., and to evaluate upstream and is now targeting FLNG subsea portion such
metocean conditions (tides, waves, hurricanes) that impact as risers and offshore production, which are also a very
design. Further, project execution plan after sail away of significant amount of the project.
FLNG also needs to be considered in extra. LNG design,
We have been successful in collaborating with clients
compared with onshore, would be basically the same, but
and investors from the very initial stage of the projects
since the space is limited on board, we need to achieve
and willing to continuously provide our LNG and project
a cost effective compact design and safety for on board
management professionalism in order to realize EPCI in
personnel at the same time.
the future with us. Since there is no FLNG in commercial
For megaprojects, we form a consortium with shipyards operation yet, we form one team with the client to
and bring them to the first layer of contractors, to share improve the development plan and design by mitigating
risk and motivate them to be efficient. Some aspects are risks of any kind and providing cost reduction at the
different from their traditional work, for example, the need same time. Our mission is to ensure the FLNG operates
for cryogenic pipes. We are already working with shipyards successfully and we always consider what is the best
to solve these issues they see FLNG as a big opportunity. for the project.We wish to expand our Reliability No. 1
contractor to FLNG business, as well as we created for
There are also many interfaces to manage. For an onshore
onshore LNG.
project, Chiyoda can totally manage the EPC, but for FLNG,

Kimiho Sakurai
Section 5 Leader, Business Development Unit 2
Chiyoda Corporation
Mr. Sakurai is responsible for Business Development of FLNG / Floater worldwide, hydrocarbon business
development over the Middle East, Russia, CIS, Europe, Oceania, and Latin America regions. In previous
roles, he was Director of Chiyoda International Indonesia, responsible for overall corporate activities of
Chiyoda subsidiary in Indonesia, cum General Manager, Regional Business Development, South East Asia and
responsible for business development activities across South East Asia.

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 Fl oat i ng LN G : R evol ut i on and evol ut i on f or t he gl obal i ndus try ? 14

With more than 500 large crude oil
tankers, FPSOs and LNG tankers in
service, construction of a few FLNG
vessels should not tax shipyard
capacity, but some may be expanded
and retooled to specialize in such
projects. LNG proponents, especially
supermajors, may benefit from building
a portfolio of FLNG projects. Alliances
between E&P companies, EPC
contractors and shipyards can develop
the ship-builders capabilities for these
vessels and maximize the benefits
from learning and standardization.
E&P companies, however that have
advocated FLNG for a long time, such
as Shell and Petronas, will also need to
protect their intellectual property and
competitive edge. Shell has worked on
Prelude with a consortium of Technip
and Samsung as long-term technology
partners.
Potential FLNG developers will be
closely watching the first few projects.
If these go smoothly, with no serious
budget over-runs, delays or technical
problems, other companies will
gain confidence. This is particularly
important for smaller companies, which
could not absorb the costs and risks of
an unsuccessful development.
Financing, legal, tax and
regulation
Shell will own the Prelude facility,
but other companies are looking at
leasing, with Teekay, SBM Offshore
and BW Offshore interested in
constructing FLNG ships for lease,
as with ordinary FPSOs. Leased
ships may be smaller, 2-3 million
tonnes per year rather than Preludes
Jonathan E. Smith
Partner, Energy and Natural Resources
3.6Mtpa, and use simpler liquefaction Oil and Gas Sector Leader
technology. This widens the circle of KPMG Australia
potential developers.
Jonathan Smith brings over 25 years
Project finance will also only be readily of experience in systems and process
available once FLNG has proved its improvement. He specializes in assisting
viability. As Jonathan Smith, Partner, finance leaders in capital intensive
Energy and Natural Resources and Oil industries on performance improvement
of finance operations through CFO
and Gas Sector Leader, KPMG Australia
advisory, financial transformation and cost
notes however, with Prelude costing
optimization/transparency. Jonathan has
an estimated AUS $12 billion, FLNG published on the role of the CFO in the
projects will still largely be the domain development of corporate strategy, cost
of supermajors. Companies will need optimization and developing a cost culture
to work closely with finance providers in LNG/CSG projects.
to understand what they need to see
to establish the technical reliability and
bankability of their project and reduce
the risk premium attached to project
lending and EPC contracts.

Potential FLNG developers

will be closely watching
the first few projects.
If these go smoothly,
with no serious budget
over-runs, delays or
technical problems, other
companies will gain
confidence.

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15 Floa ting L NG: Rev olution a n d e v o lu t io n f o r t h e g lo b a l in d u s t r y?

Roddy Adams, Head of ASPAC As with FPSOs, floating LNG vessels

Infrastructure Markets, KPMG in may be classified either as ships or
Singapore, points out that chartering as production installations or even
arrangements for FLNG vessels, as both during different stages of
where the project owner chooses to the project. This means different
lease rather than own, may draw on regulations and standards will apply,
experience from floating regasification. making compliance more complicated.
Issues include the commencement of It will be important to engage early
hire, the compensation regime, force on not only with the E&P regulator
majeure, terms of mooring and specific of the host country, but also with
Roddy Adams marine law issues e.g.salvage and class tax authorities, coastguard, shipping
Partner of vessel. Vessels are often financed on a certification bodies, insurers and others
Head of ASPAC Infrastructure Markets structured lease basis, while the overall to understand and agree how they will
KPMG in Singapore projectis often financed on a standard regard a floating LNG vessel.
non-recourse basis. This can lead to a
Including over 20 years of banking complicated intercreditor arrangement Stakeholders
experience in the infrastructure sector, and a potential ranking of securities. FLNG potentially offers advantages in
Roddy Adams was formerly the Global On the face of it, these assets are managing stakeholders. By placing the
Head of Infrastructure & Energy and re-deployable, but this is often heavily bulk of the project offshore, it reduces
the Head of Equity & Projects at two restricted by the rigid nature of ship the chance for conflict with local
major Australian financial institutions. financing models. landowners and indigenous peoples
A developer of power projects with a and avoids the onshore environmental
large hydro electric company, he has The status of FLNG plants may raise
complicated questions for taxation, cost footprint. It may also make for easier
also closed multiple global project labor and community relations by
finance transactions as a sponsor, and price allocation and transfer pricing,
particularly in a federal system such as avoiding influxes of highly-paid workers
adviser, equity investor, lender and bond into rural or remote areas. In addition,
underwriter, bringing his significant Australia or Brazil. These issues would be
even more complex for cross-border LNG it makes the project less accessible to
knowledge and experience of debt and criminal or militant groups.
equity markets to his role. projects such as those proposed between
Israel and Cyprus or in West Africa.

9
FLNGs Hard Sell (25th September 2013), Petroleum Economist

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 Fl oat i ng LN G : R evol ut i on and evol ut i on f or t he gl obal i ndus try ? 16

Other stakeholders, however, may a proportion of gas be devoted to

need careful engagement. National domestic consumers, requiring a It will be important to
labor unions may object to perceived pipeline to land even from floating
outsourcing of jobs to overseas plants.
engage early on not only
shipyards: Brazil is one country with with the E&P regulator
To meet these concerns, companies are
stringent local content requirements.
likely to have to place some infrastructure of the host country, but
Governments may seek onshore
construction to generate employment.9
onshore for example, supply bases, also with tax authorities,
heliports and FLNG training centers
In the Sunrise project in the Joint coastguard, shipping
and possibly even do the ship-building
Development Area between Timor
in-country, requiring upskilling of local certification bodies and
Leste and Australia, Woodside argued
that a floating plant would be US
yards. Shell, for instance, has stressed others to understand and
that 70 percent of annual operating
$5billion cheaper than an onshore agree how they will regard
costs will be spent in Australia,
plant in Timor Leste. But the Timorese
with policies to encourage local and a floating LNG vessel.
government prefers a plant on land,
indigenous suppliers. Proponents will
believing that it would create more jobs
have to commit to local employment
and have a lower technical risk.10 As a
and education, especially in developing
result, the project has stalled.
countries such as Mozambique and
Provincial or state-level governments Tanzania which are trying to build a skilled
may prefer onshore plants to gain workforce. They will have to articulate a
a share of revenues that would clear case that lower costs and indeed
otherwise go to the federal level and projects going ahead that would not
to attract related community projects otherwise be economically viable
such as schools and medical facilities. mean higher tax revenues. And they will
Like Western Australia, Israel and have to explain convincingly, the other
Mozambique, governments may have advantages of FLNG such as reduced
gas reservation policies that require environmental impact.

10
FLNG Gets Serious (August 2010), Gas Today

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17 Floa ting L NG: Rev olution a n d e v o lu t io n f o r t h e g lo b a l in d u s t r y?

Conclusion
The nascent FLNG industry is entering a critical period.
The Golden Age of Gas is With the worlds first four FLNG projects due to enter
leading to the Golden Age
service between 2015 and 2018, the front-runners, as well
of LNG. 11
as other likely proponents, will be watching closely. They
will be keen to see whether these plants are delivered on-
time and on-budget and whether they perform well with
no serious design or operational flaws.
Proponents will weigh the 10 key reasons to consider
floating LNG when making an investment decision. In
some cases, onshore or floating solutions may both be
viable. In others, the choice will be between a floating
system or no project at all. As standardization and
experience drive down costs, FLNG may widen its reach.
FLNG is not radically different from other projects
the industry is familiar and comfortable with. It does,
however, present some novel challenges less on
the technical side and more to do with the supply
chain, project management, stakeholder engagement,
financing, regulation and tax.
Floating plants can emerge as part of a more diverse,
faster, cheaper and more agile global LNG industry. As
Nobuo Tanaka observes, such continuing innovations are
essential to deliver the IEAs forecast Golden Age of Gas.

11
T. Regan, Tri-Zen International, 'LNG 50', 2014.

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 Fl oat i ng LN G : R evol ut i on and evol ut i on f or t he gl obal i ndus try ? 18

What are the key actions for

FLNG proponents?
Consider how floating solutions may reshape the global LNG industry to gauge the impact
not just on FLNG ventures, but also on land-based LNG and other gas projects.

 nderstand the reasons for choosing a floating solution over a land-based plant. Not all
U
factors are applicable to every project. Some projects may only be viable with a floating
plant; others may present a real choice. Land-based, inshore and true blue-water FLNG
plants also present different issues. Align with project partners and host governments early
on regarding the criteria for concept selection.

 onitor the progress of the early FLNG projects and understand the challenges they
M
meet and how they are overcome. Gather relevant data on cost and schedule to judge the
economics of future projects and scope for improvement.

 onsider what is different about FLNG projects and what is common to all LNG
C
investments. Understand the supply chain and the differences in project management.
Learn from FPSO construction how to manage issues such as shipyard capacity and hull-
topsides integration.

 egin building alliances with EPC companies, shipyards and potential local service
B
providers.

 nderstand regulatory, legal, financing and tax issues well ahead of investment decisions.
U
Engage with relevant stakeholders early and identify key risks and mitigation strategies.

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19 Floa ting L NG: Rev olution a n d e v o lu t io n f o r t h e g lo b a l in d u s t r y?

KPMG Global LNG Competitive

Advantage
For todays oil and gas companies, dealing with complexity has become a competitive challenge. Global competition, novel
stakeholders and environmental concerns introduce new layers into business decisions.
A leading global provider of professional services to the LNG industry, KPMG member firms have successfully assisted
clients in addressing business issues and major risks.

Business issues and risks KPMG member firm advisory services

Capital projects
Managing capital projects, contract processes and providing
Real-time assurance on capital expenditure
assurance are the focus of our Major Projects Advisory group.
management

Risk identification Mitigating risks through tools and methodologies that address
Enterprise risk management demand planning, supply and inventory management, strategic
Outsource or insource? sourcing and contract management.

Business operations strategy Organizational effectiveness, business readiness for LNG and
Demand side management operational excellence.

Issue recognition and strategy development Designing or improving current business processes, including
Business operations strategy implementing technology focusing on logistic, supply chain and
Capitalizing on different technology investments procurement management, are services that member firms
Quality reporting advisory teams have delivered successfully.

Talent transformation Implementing appropriate size Human Resource strategies with

Business operations strategy the right enabling technologies is a key focus area to address
IT projects implementation labor-related risks.

Utilizing KPMG experts across our global network, advising

Major project assurance
businesses on implementing governance processes, risk
Enterprise risk management
management and ensuring compliance with legislation, including
Corporate governance improvements
taxation.

Project structuring, raising development phase equity, transaction

Managing major capital expenditure projects and
advisory (financial modeling; development of country/project
energy investment requirements
specific contractual frameworks), progressing these to support
Major transaction management
bankability, including advising in gas sales and purchase, and
Managing mergers, acquisitions, joint ventures and
power purchase agreements. Advisory support can be provided
other third-party relationships
during procurement and financing of capital projects.

Meeting increasing regulatory, government and Managing relationships between IOCs and NOCs is critical to
multiplestakeholder demands ensuring a balance between political and commercial objectives,
Managing major capital expenditure projects and such as royalty and taxation, security of supply, employment
energyinvestment requirements and infrastructure development. We assist IOCs and NOCs
Security of supply in creating a stable and attractive investment environment by
Talent management developing policy and governance structures.

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 Fl oat i ng LN G : R evol ut i on and evol ut i on f or t he gl obal i ndus try ? 20

Further LNG Insights

Webcasts: December 2014
Floating LNG: Revolution and evolution for the global industry?

Major LNG projects: Navigating the new terrain

The LNG industry is approaching an unprecedented wave of expansion as new projects
in Western Canada, the US Gulf Coast and East Africa pose technical challenges, but
more importantly non-technical challenges.

Webcast replay
Major LNG projects (or visit kpmg.com/energy)

KPMGs Focus on Liquefied Natural Gas (LNG) in Southern and

KPMGs
KPMGsAfrican
Focus on
Eastern Africa
Liquified Natural
Diversified
Gas (LNG) in
Industrial
Southern and
Sector
Eastern Africa
Liquified Natural Gas (LNG) is a key component of the global energy supply mix and it
is a core strategic focus area for global oil and gas companies.
kpmg.co.za

kpmg.com

KPMG Global Energy Institute 4th Cocktail Reception:

Singapore as an LNG hub"
The Global Energy Institute inaugural event in Tokyo presented the latest insights on
Singapore as an LNG hub, including challenges and opportunities faced by the ASEAN
regions.

For further publications, videos and other information on LNG, visit: kpmg.com/LNG

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21

centers
Floa ting L NG: Rev olution a n d e v o lu t io n f o r t h e g lo b a l in d u s t r y?

KPMG Global Energy Centers

KPMG member firms offer global connectivity. quickly and openly. With regular calls and
We have 18 dedicated Global Energy Centers in effective communications tools, member firms
key locations around the world, working as part share observations and insights, debate new
of our global network. The Centers are located in emerging issues and discuss what is on
Beijing, Berlin, Budapest, Calgary, Dallas, Doha, member firms clients management agendas.
Houston, Johannesburg, London, Melbourne, The Centers also produce regular surveys and
Moscow, Paris, Perth, Rio de Janeiro, So Paulo, commentary on issues affecting the sector,
Singapore, Stavanger and Tokyo. business trends, changes in regulations and
the commercial, risk and financial challenges
These Centers enable KPMG professionals to of doing business.
transfer knowledge and information globally,

KPMG member firms 18 Energy Centers

Stavanger
Moscow
London Berlin
Calgary Budapest
Paris Beijing
Dallas Tokyo
Houston
Doha

Singapore

Rio de Janeiro
So Paulo Johannesburg
Perth
Melbourne

What sets KPMG apart

Our business model enables our network of industry experts to work side
by side with business leaders to help develop and deliver strategies or
solutions using highly specialized teams tailored to the specific business
needs of member firm clients.

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The KPMG Global Energy Institute (GEI):
Launched in 2007, the GEI is a worldwide
knowledge-sharing forum on current and
emerging industry issues. This vehicle
for accessing thought leadership, events,
webcasts and podcasts about key industry
topics and trends provides a way for you to
share your perspectives on the challenges
and opportunities facing the energy industry
arming you with new tools to better navigate
the changes in this dynamic arena.
Register today to become a member of the
KPMG Global Energy Institute
Visit kpmg.com/energy

#KPMG_GEI

The KPMG Global Energy Conference

(GEC): The GEC is KPMGs premier event for
executives in the energy industry. Presented
by the KPMG Global Energy Institute, these
conferences are held in both Houston and
Singapore and bring together energy executives
from around the world in a series of interactive
discussions with industry luminaries. The goal
of these conferences is to provide participants
with new insights, tools and strategies to help
them manage industry-related issues and
challenges.

#KPMGGEC

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Contact us

Hilda Mulock Houwer Jonathan Smith

Partner and Global Advisory Leader Partner, Energy and Natural Resources
Energy & Natural Resources Oil and Gas Sector Leader
KPMG in Qatar KPMG Australia
T: +974 44576444 T: +61 8 9263 4895
E: hildamulockhouwer@kpmg.com E: jesmith1@kpmg.com.au

Mary Hemmingsen Roddy Adams

Partner, National Sector Leader, Partner,
LNG, Power and Utilities Head of ASPAC Infrastructure Markets
KPMG in Canada KPMG in Singapore
T: +1 416 777 8896 T: +65 6213 2552
E: mhemmingsen@kpmg.ca E: roddyadams@kpmg.com.sg

Mina Sekiguchi Emma Wild

Managing Director, Head of Energy& Head of Upstream Advisory Practice
Infrastructure, KPMG in Japan and KPMG in the UK
Head of Energy & Natural Resources T: +44 (0)20 7311 6008
KPMG in Asia Pacific E: emma.j.wild@kpmg.co.uk
T: +81335485555
E: mina.sekiguchi@jp.kpmg.com

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Publication name: Floating LNG: Revolution and evolution for the global industry?

Publication number: 131838

Publication date: November2014